Reflective Journal on Human Resource Development Essay Example

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Reflective Journal on Human Resource Development

Reflective Journal on Human Resource Development

Gilley and Eggland define Human Resource Development as the conduction of learning activity in an organized manner, in order to increase performance and growth personally for the job, for the individual, or for the organization. I found this very interesting especially as it involves the learning of adults at the workplace and revolves around literature employed in human resource management. The function of the HRM is to identify shortage of skills in the labour market and develop ways to tackle them (1992, pp. 5-10). What therefore is the importance of this application? It relates to operational activities, strategies, policies, practices and plans made by the organization and also focuses on managing and developing people.

This mostly applies to the high knowledge workers or otherwise known as ‘gold collar workers’ who also have to be given the best working conditions as stated by Briney (2004, p.252), by understanding their motivational factors. This involves Training Needs Analysis (TNA) which is the first step of the training process. It involves organizational, task and individual analysis and is therefore a complicated, lifelong and social process. The organization can either apply formal, informal, incidental learning, or non formal education to train the adults. For instance, one can acquire disciplinary knowledge from the university or less formal knowledge through activities involved in problem solving.

In order to achieve its mission, it touches on the wider areas of training, development and management of careers both individually and at corporate levels. The development associated with human resource is as a result of the world’s dynamic nature. This includes the growth in group work which requires flexibility as well as new focus or knowledge through regulation of the labour market. It is a very important course as Human resource Development plays a vital role in attainment of an organization’s goals, and is advantage based on competition as it determines management and working mechanisms of people. In addition, it also reduces the chances of employers hopping from one job to the other.

In relation to other courses learnt, a number of models have been put in place to facilitate these changes. They include Flexibility Specialization (FS) which is based at the centre of the organization to focus on the dynamic market. The Flexibility Firm (FF) is more similar to FS but with direct employment relationships. The core which represents key workers gives the organization an opportunity to link requirements to knowledge resources. They both develop new work patterns and equal resource distribution.

A lot of understanding and awareness is required to be effective in the strategies and practices of HRD in order to understand them better. This is with regards to the external factors which include economic structure that majorly depends on the growth and declines of industries, jobs and occupations. Another interesting part is that HRD is important in vacancy filling, knowledge management and ensuring that workers are appropriately skilled to perform the tasks assigned to them. Consequently changes in the ages, gender representation and cultural combination in the labour force exhibits great repercussions for HRD.

I found out that it has been majorly applied in Australia, where the poor training and management of work force led to the initiation of a strategic approach to HRD. This was the deregulation of the labour market and has produced positive effects. This is because there was no competition internationally hence a challenge to economic survival and job insecurity. According to a research study performed in Australia, there is bound to be an increase in structured training both in the public sector and larger employers.

This includes both basic education and literary to develop the economy and provide wider opportunities. They do this by dividing training and development and focusing it around skills of occupation. This is best explained by the human capital theory that indicates the relevancy of training and the organization’s performance with regards to capital and investment. Companies are thus more likely to invest in education in form of development and training. It also incorporates the intellectual capital theory based on basic skills and social capital theory that enhances intellectual capital between contacts, networks and relationships existing between people. The intellectual capital is normally held by the key employees in a firm. In addition, HRD has also been of minimizing costs during labour and skill shortage and high unemployment. According to Holland & Decieri, one of the methods employed was restructuring and efficiency principle where wages were increased to do away with old practices in work. The training Guarantee Act was also meant to bring cultural change in human investment. However, since it focused more on expenditure causing resistance from employers who considered it although it provided better evaluation for training programs and strategies for HRD I still need to read more on this in order to comprehend it. Despite it role in organizational improvement, training is often viewed as a cost rather than a long term investment in the creation of human capital (2006).

I learnt the five clusters of strategic HRD include the strategic planning and management of HRD, relationship with stakeholders, influence on capabilities, evaluation and the Strategic human Resource development (SHRD) competencies.

The most important elements of an organization’s competitive advantage are viewed as human and intellectual capital and knowledge management. Learning of this course will help me to capture knowledge effectively, organizations have come up with mechanism to acquire, assimilate, transform and explore it in stages. Strategic human resource Development is generally concerned with assisting an organization to meet its change and development by meeting its needs. However there is still need for more theoretical development which requires a lot of research. It is because there is more need to focus on improvement of work by exploring opportunities and ensuring that all members in the organization take part in learning activities. However, how productive and innovative an organization can turn depends more on the implicit knowledge than on the explicit knowledge (Holland & Decieri 2006).

So far, I have even discovered that in future, HRD will mainly focus on development and retention of knowledge as it will involve the balance of knowledge and intellectual capital. Nonetheless, this can only be made possible if the organization has the necessary skills to renew development systems such as skill development and careers. This is because management has to be accompanied with good leadership skills and ethics (Ardagh & Macklin1996 p. 132) as evidenced from other business courses. In general HRD was vital in my understanding of improvement and hence success of organizational goals with regards to various strategies that include the handling of workforce.


Ardagh, D & Macklin, R 1996. Australian Association for Professional and Applied Ethics. Conference. Proceedings 1996 : (133)-145.

Briney, L 2004. Daily Grace for the Daily Grind. Longwood: Xulon Press

Gilley, JW & Eggland, SA 1992. Marketing HRD within organizations: enhancing the visibility, effectiveness, and credibility of programs. SanFrancisco: Jossey-Bass

Holland, P. & Decieri, H (Eds.) 2006. Contemporary Issues in Human resource Development. Sydney: Pearson Education Australia.